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to achieve in order to beat our competition. And that s partly how we backed into our goals for the MIP program. As we hit those goals, we are achieving those rates of return on investments that we need to beat the competition, and to improve our stock performance. Delves: The overall reaction to MIP has been positive among your executive team. That proves that the rewards offered are lucrative enough to motivate your executives to take the appropriate risks and actions to improve performance. Fiedler: This has worked very, very well for us. Let me give you an example. A couple of years ago we bought a German turbocharger company. We had a lot of people telling me that the Germans don t understand this type of capitalism, they have a different work ethic, etc. They like to employ lots of people and they are happy to spend $1.20 for $1.00 worth of revenue. Well we put them on the same MIP plan as everyone else in the company, and we educated them on how it worked. They were skeptical about it at first, but they did very well by it the first year. I went over there and delivered the checks to everybody. All of a sudden, they became believers. They became highly focused on the numbers and hitting the goals. And they made very good money off this program. They have made dramatic changes to how they run their business. Now I m not sure if they believe in our way of doing things in their hearts. But they sure do in their actions. There is no way I could have integrated that organization into the company without this incentive program.
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Stock options are more than just a compensation issue. Over the
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past decade stock options, particularly in large quantities, have played a huge part in the set of agreements between the employee and employer that is often referred to as a contract. In many cases these contracts whether written or implied were skewed by stock options with their promise of potentially large and lucrative rewards. Certainly stock options were de rigueur at Internet and other high-tech start-ups, often in lieu of cash compensation. The tacit agreement for employees in return for working hard was to receive options that some day, maybe, could pay off big. The reality in these situations was the companies granted stock options because they didn t have sufficient cash to pay people and everybody knew that. In other words if you went to work at a start-up, you knew what you were getting into and you knew the options you received were a big gamble that may or may not pay off. I can remember in the 1980s, a college friend went to work for a Silicon Valley technology company and another friend went to work for a software company. Both received a lot of stock and options, and both were paid less cash. They understood there was a possibility, although not a probability, that these options could pay off very well in five or seven years or not. As young 20-something executives in those days, it was a worthwhile experience to be part
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of a start-up and to invest some sweat equity in return for a possible payoff. If things turned out, they d be laughing all the way to the bank. If not, then they gained valuable experience. The other healthy element in these kinds of arrangements was that the people going to work for the technology start-ups were fairly risk-tolerant. They were interested in working for that kind of company and taking the kind of risks that go with it. More traditional-minded people preferred to work for an established company with a regular paycheck and a competitive wage. The practice of granting stock options to employees was not limited to technology start-ups. Well-established firms such as Microsoft, Intel, and Cisco continue to have broad-based plans under which options are granted through the employee ranks. These plans, in fact, have been one of the most pronounced results of the technology boom. While executives usually still receive the lion s share of the options, huge numbers of options (at least in the aggregate) are also granted to employees. Part of the rationale for these technology companies was a share the wealth mentality that recognized the importance of human capital in their business equation. While the share the wealth philosophy in stock options is associated with technology companies, it did not start there. In the mid-1980s Pepsico became the first large company to grant options to all employees under what is still called its Share Power plan. The plan was instituted to offer employees long-term capital accumulation and a chance to share in the long-term growth of the company. In fact it was and still is communicated as a program that will help employees accumulate wealth over 10 to 15 years. At the time Pepsico instituted the program, it was a bold and unprecedented move, shocking the compensation world by granting options to more than 100,000 employees. In my mind Pepsico s Share Power plan is part of a healthy contract between employer and employee for two important reasons. First of all it focuses on the long term, encouraging employees to wait 5, 10, or 15 years in order for the plan to really pay off. Second the plan provides additional savings and capital accumulation for the employee s future, especially retirement. The Share Power plan was not sold to employees in any other way.
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